This paper draws from research on individual and organizational learning to explore the opportunities for creating new models of schooling and to explain why many reform efforts end up producing incremental rather than radical changes. To do so, the study documents the evolution of two organizations that have worked to launch new, alternative schools in New York City. Despite differences in approach and philosophy, both appear to be expanding from a focus on l replicating new schools to "unbundling" their resources and services to support the work of both new and existing schools. Such an approach could lead to new developments, but it may also reinforce many of the conventional practices in schools that contribute to inequitable outcomes.